Transcript Motivating Employees and Creating Self-Managed Teams Chapter 10

Motivating Employees and
Creating Self-Managed Teams
Chapter 10
Chapter Overview
1. Evolution of Motivation Theory
2. Contemporary Views on Motivation
3. Applying Motivation Theory
4. Using Teams to Motivate
5. Trends in Motivating Employees
Evolution of Motivation Theory
1. Scientific Management
2. Hawthorne Studies
3. Hierarchy of Needs
4. Theories X and Y
5. Motivator-Hygiene Theory
Principles of Scientific Management
1. Develop a science of every job
element
2. Scientifically select, train, &
instruct workers
3. Cooperation between workers &
managers
4. Match individuals to well-suited
tasks and responsibilities
Hawthorne Studies
Hawthorne Effect:
The phenomenon that employees
perform better when they feel
singled out for attention or feel that
management is concerned about
their welfare
Maslow’s Hierarchy of Needs
Selfactualization
needs
Esteem
needs
Social needs
Safety needs
Physiological needs
McGregor’s Theories
of Human Motivation
Theory X
Theory Y
people dislike work
work is as natural as
play
people need to be
controlled, &
threatened
people avoid
responsibility &
value security
people respond to
positive incentives
people enjoy
responsibility & like
to solve problems
Herzberg’s Motivator-Hygiene Theory
Motivating factors:
intrinsic job elements that lead to worker
satisfaction
Hygiene factors:
extrinsic elements of the work
environment that, if not managed well,
lead to worker dissatisfaction
Contemporary Motivation Theory
1. Expectancy Theory
2. Equity Theory
3. Goal-Setting Theory
Expectancy theory:
The probability of a behavior
depends on:
(1) strength of individual’s belief that
the behavior will have a particular
outcome, and
(2) whether the individual values the
outcome
Equity theory:
Worker satisfaction is influenced by
employees’ perceptions about how
fairly they are treated compared
with their coworkers
Equity Theory
Upward social comparison: comparing
oneself to another who is better off on a
particular attribute
 frequently results in decreased satisfaction
Downward social comparison: comparing
oneself to another who is worse off on a
particular attribute
 frequently results in increased satisfaction
Applying Motivation Theory
1. Motivational job design
– job enlargement
– job enrichment
– job rotation
2. Work scheduling options
– job sharing
3. Recognition, empowerment, &
economic incentives
– variable pay
Job Characteristics Model
1. Skill variety
2. Task identity
– task has visible results
3. Task significance
4. Autonomy
– employee freedom and independence
5. Task feedback
– working on task provides performance
feedback
Source: Hackman & Oldham, 1976, Organizational
Behavior and Human Performance, v. 16, pp. 250-279.
Group cohesiveness:
the degree to which group
members want to stay in the group
and tend to resist outside
influences
2 Types of Cohesiveness
1. Interpersonal cohesiveness: strong
bonds & liking between people
2. Task cohesiveness: strong
commitment to the group task among
members
Cohesiveness can increase team
performance, but interpersonally
cohesive teams may lack task focus
Source: Kenrick et al., Social Psychology, p. 441.
Pros and Cons of Teams
Pros:
Cons:
• more information &
knowledge
• can generate more
alternatives
• often higher-quality
decisions
• group participation
increases acceptance
of solutions
• take longer to reach
solution
• members may suppress
disagreement
• group may be dominated
by a few individuals
• lack of accountability
Types of Teams
1. Problem-solving
within one area
within one management level
2. Cross-functional
within one management level
across different areas
3. Self-managed
autonomous
Building Blocks of High
Performance Teams
1. Skills
2. Accountability
3. Commitment
•
•
•
•
•
•
Problem solving
Technical/functional
Interpersonal
Small number of members
Mutual accountability
Individual accountability
• Specific goals
• Common approach
• Meaningful purpose
Trends in Motivation
 Improved Education & Training
 Increased Employee Ownership
 More Work-Life Benefits
Deloitte & Touche consulting firm offers
Work/life Balance options:
reduced hours, reduced workload,
continuing part-time, flextime,
telecommuting, assistance programs
(Source: Deloitte & Touche, www.dttus.com)